Transcript Slide 1
Principles, Priorities & Predicaments
Presented by Mrs Catherine Dunbar
“The key to a leader’s impact is sincerity. Before he can inspire with emotion, he must be swayed by it himself. Before he can move their tears, his own must flow. To convince them, he must believe.”
~ Winston Churchill
‘My Predicaments’
• • • • People Paperwork Performance Pace of change
In research undertaken by
McCrindle
and Associates
(Board Matters November 2008)
there are five factors Generation Y takes into account when looking for a job.
1. Work/life balance 2. The importance of a good work culture 3. Variety in job role 4. Management style 5. Training
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Some implications:
Provide a collaborative learning environment based on teams Ensure there are valid reasons underpinning work policies and ground rules Provide a flexible workplace Provision of some social interaction/activities Use work teams to allow collaborative effort Provide responsibility and variety within the workplace The ideal leader should: give public affirmation, remember the names and personal interests of their staff, create a work environment that is friendly and collegial.
Preferred method of training includes coaching/mentoring, in house of outsourced training courses
Four Workplace Types
Amanda Horswill, The Courier Mail 20/11/08
• • • • Volunteer Whinger Survivor Prisoner
“A pessimist is one who makes difficulties of his opportunities and an optimist is one who makes opportunities of his difficulties.”
~ Harry Truman
Geoff Masters
has analysed the topic of leadership and identified these responsibilities and characteristics of leaders.
• While most in a group may be focused on the here and now, an effective leaders is busy visualising a future.
• A leader requires a reliable basis for tracking progress over time.
• An effective leaders also must be a competent manager.
• Effective leaders are also passionate in the promotion of their vision for the future.
• Another crucial role of a leader is to build team capacity.
• Effective leaders create working environments in which group members enjoy mutual respect and support.
• The management of relationships is another key task of leadership.
• Wise and strategic use of available resources is a characteristic of effective leadership.
Paul Macklin
proposes five practical rules to help leaders in education handle present and future challenges.
1. Leaders must be angry 2. Leaders must unleash passion 3. Leaders must be tough performance managers 4. Leaders must be Pollyannas 5. Leaders must have strength of character
Cultural Change
Source: The Change Leader by Michael Fullan, Ph.D.
Cultural Change
leaders display palpable energy, enthusiasm, and hope. As well they are characterised by: • • • • •
Moral purpose An understanding of the change process An ability to build and improve relationships Knowledge creation and sharing Coherence making
LEADING IN A CULTURE OF CHANGE MICHAEL FULLAN
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Appreciative Leadership for Organisational Change
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~ Brigid Limerick, 1998 Assumptions of appreciative inquiry In every society, organisation, group or school something works What we focus on becomes our reality Reality is created in the moment, and there are multiple realities The act of asking questions of an organisation or group influences the group in some way People have more confidence and comfort to journey to the future (the unknown) when they carry forward part of the past (the known) If we carry parts of the past forward, they should be what is best about the past It is important to value differences The language we use creates our reality
Overview of the phases of the appreciative inquiry ‘4D’ cycle
Phase 1: Discovery: Appreciating the best of “What is” Phase 2: Dream: Envisioning “What might be” Phase 3: Design: Dialoguing “What should be” – Co-constructing Phase 4: Destiny: Innovating “What will be”
My Vision
• • • • Love Laughter Learning Leadership
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7 Habits Stephen Covey
Be Proactive Begin with the end in mind Put first things first Think win/win First understand then be understood Synergize Sharpen the Saw
‘First Things First’ Stephen Covey
• 3 generations of time management • Follow the compass not the clock • Four human endowments
1. Self- awareness 2. Conscience 3. Independent Will 4. Creative Imagination
• Weekly planning • To live, love, learn and leave a legacy
Quadrant II Ideas to Nurture the Power of Goals
Use the what/why/how format to set context goals in each of your role.
Set up a “perhaps” list under each role in your organizer.
During the week, write down ideas that come to you for goals you may want to set under the appropriate role. Notice how you feel about putting these ideas on “perhaps” lists. As you plan your next week, refer to the lists for goal ideas.
As you set your weekly goals, pause and connect with conscience. Act on what you feel is most important for you to do in each role.
Think about how you’re using each of your endowments as you set and achieve goals for the week.
Identify each of your goals for the week as a “determination” or “concentration.” At the end of each week, analyse how this differentiation affected your attitude toward the goal, your progress in achieving it, and the balance in your Personal Integrity Account.
The Perspective of the Week Close-up View
(The Daily Perspective)
Urgency Felt Needs Tasks and Activities Next Steps
G A P Wide Angle View
(Vision and Mission)
Long-term Importance Fundamental Needs Direction Big Picture
Close-up View
(The Daily Perspective)
Urgency Felt Needs Tasks and Activities Next Steps
Normal View
(The Weekly Perspective)
Links: Urgency with Long-term Importance Felt needs with Fundamental Needs Tasks and Activities with directions Next Steps with Big Picture
Wide Angle View
(Vision and Mission)
Long-term Importance Fundamental Needs Direction Big Picture
Values of St Ursula’s
• Faith • Tradition • Development of the Whole Person • Dignity of the Human Person • Integrity • Respect • Excellence • Justice
Dimensions of Learning
• • • • • Attitudes & Perceptions Acquire & Integrate Knowledge Extend & Refine Knowledge Use Knowledge Meaningfully Habits of Mind
Habits of Minds
– Listening with understanding and empathy – Persisting – Thinking flexibility – Managing impulsively – Thinking about thinking (metacognition) – Striving for accuracy – Communicating with clarity and precision – Questioning and poising problems – Gathering data through all senses – Applying past knowledge to new situations – Creating, imagining, innovating – Responding with wonderment and awe – Thinking interdependently – Taking responsible risks – Remaining open to continuous learning – Finding humour – The right thing to do is always the hard thing to do
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Management Principles
“Health Practice” By Georgina Jerums
Clarity. “The organisation needs to know where it is going. It needs a vision, good leadership and clear communication so that people know what the issues are.” Commitment. “Making sure you are committed to, and supportive of, the people in the organisation and committed to delivering the highest quality service.” Consistency. “Implementing strategy, processes and systems to deliver service in a consistent manner.”